Applied Studies in Agribusiness and Commerce – AP ST RACT Agroinform Publishing House, Budapest SCIENTIFIC PAPERS

GLOBALISATION OF COMMERCIAL THEME PARKS Case:

Patrick De Groote

Universiteit Hasselt & KULeuven

Abstract: In this contribution we focus on the globalisation of commercial theme parks with Walt Disney Company as the best known case study. After definitions and historical background of theme parks, we analyse the visitors key factors. For the Walt Disney Cie we start with some historical facts, we set up a SWOT-analysis and focus then on Euro , the biggest theme park of Europe.

Key words: Theme Parks, Walt Disney Company, Euro Disneyland

1. Introduction rides. Major part of theme parks’ revenue comes from entrance fees. Standard admission for a pay-one-price park is The Economics Research Associates (ERA) defines a (normally) more than $30 with discounts for children and theme park as “A gated attraction that contains rides and/or senior residents. Most theme parks also charge for car shows in a themed environment, offers a pay-one-price ticket parking and ticket prices do not include food, which can be for its guests and attracts at least 500,000 annual visits” very costly. Almost all amusement parks operate using one of (ERA, 2007 ). two admission principles: Pay as you go (= pay for rides A more detailed description for theme parks is given by individually) or Pay one price (= one big admission charge, Philip L.Pearce (in Jafar Jafari, 2000, p.124 –5): “Theme for (almost) all of the attractions). parks are capital intensive, highly developed, self-contained recreational spaces which invariably charge admission. The 1.1 History of theme parks entertainment, rides, speciality foods and park buildings are usually organised around themes or unifying ideas such as a The Feast of St.Bartholomew (since 1133 yearly hold in specific period in history or a particular geographic region. England), is the father for amusement and theme parks. These themes are crucial to the operation of the parks as they Theme parks became popular at the beginning of the create a feeling of involvement in a setting which is in stark Industrial Revolution, such as the Vauxhall Gardens (1661) contrast to daily life. A distinction can be drawn between the in London, or Prater (1766) in Vienna. commercial theme parks, which are well describes by the Another type of fair is the World Exhibition or Expo. theming and entertainment elements mentioned, and outdoor World Expos started in 1851 with the Crystal Palace in museums or historic theme parks, which may be less London’s Hyde Park. The World’s Columbian Exposition in commercial in emphasis and have goals in heritage 1893 in Chicago is an early pioneer of the modern theme preservation and public education”. park and introduced the Ferris Wheel. (P. De Groote, 2006, Theme park is the basic term for a compilation of rides p.38 –39) . and other amusement attractions pull together for the In 1894, Paul Boynton Water Chutes opened the world's purpose of entertaining a group of people. The theme park is first new and charged entrance for the rides. more complex than a simple city park or recreational area. In 1895, he also built a park at Coney Island (New York), This park is a type of amusement park, built around one or which is still very popular. By the early 1900s, there were more topics (i.e. American Far West theme or Pirates of the hundreds of theme parks worldwide, and it was the period of Carribean).Theme parks developed in Europe from leisure the “golden age” until the late 1920s, mainly due to the gardens. The oldest amusement park of the world (since increase of income and the decrease of labour time. In the 1583) is “Bakken” at Klampenborg (north of Copenhagen) 1930s during the Great Depression and World War II the which is still in operation. In the USA, world fairs and expos decline of the theme parks was a fact. After the WWII the induced a real expansion of the amusement park business. influence of television was negative and families visited (www.weitzlux.com ) theme parks seldom. ( www.ultimaterollercoaster.com ). The A theme park includes a combination of attractions which historical overview and location of the main European theme can be classified into several categories: thrill rides, roller parks is showed in figure 1 . The pioneers are situated in the coasters, family rides, water attractions or (indoor) dark period before 1955. 22 Patrick De Groote

amusement parks and new projects financed by bigger firms emerged. Most of today’s major theme parks were built in the 1970s and belongs now to some major globalised groups (table 1) , with Walt Disney (table 2) in the USA as the biggest, and for Europe: Merlin Entertainments (GB), Euro Disney SCA (F), Parques Reunidos (E) and Compagnie des Alpes (Grevin)(F) .

1.2 Visitors key factors

Products, experiences, and people are the lifeblood of the theme parks. Managers must take into consideration a lot of influencing factors. The origins of the International Association of Amusement Parks and Attractions (IAAPA, www.iaapa.org ) goes back to 1918, as a USA association (formerly the National Association of Amusement Parks). Now it is the world’s premier amusement association with Figure 1: History and location of the main theme parks in Europe headquarters in Alexandria (USA) and the European Source: Clave A., 2007, p. 68 one in Brussels. Based on the survey of May 2007 ( www.iaapa.org ) Universal Studios illustrates the progress of an attraction we see that adults with higher incomes (figure 2) are more (= originally train ride tour of the studios in Hollywood) into a visiting theme parks. An yearly average of 80% adults would complete theme park. In 1990, Universal Studios in visit a park again in the next year. Repeat visitors are of Orlando was opened. Universal Studios is now the second- significant importance for the continuous success of theme largest theme park group in the world, only competed in size parks. For the adults, spending time (figure 3) with family and with Disney itself . During the 1970s, the theme park business friends was their preferred characteristic of a visit theme park initiated to mature as a mixture of refreshed traditional (43%). Second were rides ( 24%), shows (9%), games (5%),

Table 1. Top 10 Amusement/Theme Park Groups worldwide (2007) Diagram 1B: Respondents who visited an amusement/theme park in past 12 months, by annual income (May 2007)

Figure 2. Relationship between visitors of a theme park and income (May 2007) Source: www.iaapa.org

Source: TEA/ERA, 2008, Theme Park Attraction Attendance Report 2007., p.VI Diagram 4: Favorite thing about visiting an amusement/theme park (May 2007) Table 2. Theme parks of the Walt Disney Group (2006) Costumed characters 4% Spending time with friends and Special events or festivals family 4% 43% Games 5%

Shows Rides 9% 24%

Did not respond 11% Figure 3. Activities of visitors in a theme park Source: ERA, 2007, p. 10 Source: www.iaapa.org Globalisation of commercial theme parks 23 and both costumed characters and special events (4%). The theme park in Singapore in 2010. European parks are being percentage of adult whose last theme park journey (figure 4) well sustained and reloaded by ongoing private investment. contained an overnight stay has risen slightly during 2005-07 (www.themeit.com/attendance_report2007.pdf) to an average of 33%. The 2007 total attendance for the Top 20 theme parks in Europe (table 4) was 60.9 million, standing for a growth rate Diagram 5A: Respondents who last amusement/theme park visit of 3% compared to 2006 (cf. 2.6% for Nort America). Table included an avernight stay, by age 5 shows the evolution of number of visitors in the European 18-to 24-year-olds 25 –34 35 –49 50 –64 65+ theme parks (1995 –2007). European theme parks have a 50% process for expanding the season that has little to do with including infrastructure, such as the Christmas market. 40% has been the top player in Europe in successfully expanding 30% its season – with a new Halloween celebration in October. 20% Both events extensively increased the park’s attendance and incomes. In general, the European theme parks are relatively 10% stagnant compared to the United States or Asia. The Top 20 0% have not changed greatly. Geography and strong national 2005 2006 2007 character are major aspects. Each country has one big park Figure 4. Relationship visitors of theme parks and overnight stays and one lead market. Apart from Disney, European theme Source: www.iaapa.org parks are local ones. (www.themeit.com/attendance_report 2007.pdf) Table 3 shows the total attendance for the world’s Top 25 Table 4. Top 20 European theme parks (2007)(+ change over 2006 in%) theme parks in 2007. Disney’s in Orlando was the most world’s popular theme park with 17,060,000 guests. Eight of the top 10 parks across the globe were Disney parks. The Latin America market is less expanded compared to North America and Europe because of a difference in income levels. Asia is experiencing stronger expansion, mainly spectacular in China where the middle class is increasing rapidly. Some major attraction plans are in the channel with the region including a Universal Studios

Table 3. Top 20 Theme parks worldwide (2007)

Source: TEA/ERA, Theme Park Attraction Attendance Report, p.XI

2. The Walt Disney Company

The Walt Disney Company works as a diversified amusement company worldwide. The corporation's Media Networks sector contains networks of Internet, mobile operations, radio and television. The Walt Disney Company's Source: TEA/ERA, 2008, Theme Park Attraction Attendance Report 2007, p.VII Parks and Resorts sector holds and controls the Walt Disney 24 Patrick De Groote

Table 5. Evolution of number of visitors (in million) in the European theme parks (1995 –2007) Parknaam 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 1. Paris 10.7 11.7 12.6 12.5 12.5 12.0 12.2 10.3 10.2 10.2 10.2 10.6 12.0 2. Blackpool Pleasure Beach 7.2 7.5 7.8 6.6 6.9 6.8 6.5 6.4 6.2 6.2 6.0 6.0 5.5 3. Tivoli Gardens 2.4 3.1 3.2 2.8 3.1 3.9 3.9 3.8 3.3 4.2 4.1 4.4 4.1 4. Europa Park 2.5 2.5 2.7 2.7 3.0 3.0 3.1 3.3 3.3 33 3.9 4.0 4.0 5. Port Aventura 2.7 3.0 3.0 2.7 3.0 3.1 3.3 3.3 3.1 3.1 3.3 3.5 3.7 6. Efteling 2.7 3.0 3.0 2.7 3.0 2.9 3.1 3.O 3.2 3.2 3.3 3.2 3.2 7. Liseberg 2.2 2.4 2.5 2.5 2.6 3.0 3.1 3.1 2.8 3.0 3.1 3.0 3.1 8. Gardaland 2.5 2.4 2.7 2.7 2.8 2.9 2.9 2.9 3.0 3.1 3.1 3.1 3.1 9. Bakken 2.4 2.1 2.1 2.0 2.3 2.5 2.5 2.8 2.7 2.5 2.6 2.7 2.7 10. Alton Towers * 2.7 2.7 2.7 2.5 2.8 2.4 2.3 2.5 2.5 2.4 2.4 2.4 2.4 * Since 2007 Walt Disney Studios (Marne-La-Vallée) is number 10 with 2.5 million visitors. Alton Towers is number 11. Source: P. De Groote, based on TEA/ERA reports

World Resort that contains theme parks, hotels, dining, features like Snow White and the Seven Dwarfs (1937) and entertainment and sports complex, conference centers, water Pinocchio, television programs (like The Mickey Mouse Club parks and other leisure facilities. It also manages Disney Cruise since 1955), live-action movies, and, of course, one of Walt’s Line (cf. the was the first ship, 1998), most ambitions projects, a theme park called Disneyland. (D. Disneyland Resort Paris (1992), and Smith, S. Clark, p.21 –27) (2005) and (1983). The corporation's In 1955 opened the first Disney theme park, Disneyland Studio Entertainment sector produces, purchases, and allocates in Anaheim. Disney maintained its rise in popularity, and animated action pictures, musical recordings, home entertainment, video- Table 6. Comparison of World’s Disneyland Resorts on-demand, pay television, and free television markets. Disney Company distributes its products (i.e. books and magazines, computer software and video games) through Disney Stores (esp. in North America and Europe) and www. DisneyShopping.com .

2.1 History of the company

Walt Disney, and his legacy, especially given that he was born on 5 December 1901, just as the 20th century was beginning while it would be several decades before he would have a significant impact on the world, his contribution would eventually have a lasting impression in the hearts and minds of millions. The Walt Disney Company started on 16 October 1923 in Burbank as the Disney Brothers Cartoon Studio, a joint venture of Walt Disney and his brother, Roy. In 1926 the company had created two movies and bought a studio in Hollywood, California. Difficulties in distribution rights nearly went down Walt and his company, but the design of Mickey Mouse (1928) and Donald Duck saved a dropping boat. The ensuring years would bring with them merchandise licensing, full-length animated Source: www.skyscrapers.c Globalisation of commercial theme parks 25 stayed alive even after the death of its founder in 1966. His years it has redirected into Film, Home Video, products, brother Roy took over control at that time, and then was Radio and Television and in Theme Parks. It has also succeeded by a management team in 1971. In 1983, Disney successfully worldwide diversified its business from USA to went international with the opening of . Japan and Europe. The main strengths in domestic resources (www.disneyworldtrivia.com ) refer to human resources and financial solidity. Employees in In the past few decades, Disney has went into a wider the Disney studios appear to be very innovative and in recent market, starting The Disney Channel on cable and creating years they have created several productions. A corporation subdivisions like Touchstone Pictures to make films other without new inspirations has a trouble in today's aggressive than the usual family-oriented fare, achieving a firmer business environment. The low-cost company’s strategy is an balance on a broader series. In the 1970s and 1980s, the advantage for them. The company can manage costs, and still company experienced from takeover efforts, but got well make quality goods and services. Financial risks have been thanks to successful team, leading Disney to continue its reduced by sharing initial investment costs with the highest tradition of brilliance into a new century. number of outside participants. Walt Disney is now an expanded entertainment company, Disney's main weaknesses are: very large work force, working in 4 business segments: media networks, studio frequent change in top-management, and high operating entertainment, parks & resorts, and customer products. The costs. The corporation mainly manages in the USA and has company got recently increasing net profits (esp. in 2007 –8). worldwide 137,000 employers in 2008 (cf. 60,000 in 1991). Table 6 compares Disneyland Resorts in the USA, Paris, This fact shows potential communication difficulties, and a Hong Kong and Japan. high administration level within the Disney Company. By expanding into more sectors and niches, the company's work 2.2 SWOT Analysis force will rise even bigger, and the managerial structure has to be able to hold a growth of the work force. The fact that the The Disney Company (table 7) faces domestic weaknesses company very often changes its corporate officers makes the and strengths, which can to a certain level be controlled. The company structure even more complex. There are many outside forces like opportunity and threats are more complex positive things that come with changes, but modification is to manage, and Disney has to adopt and take advantage to also connected with struggle, and big expenditures. Great those forces. operating costs are typically direct results of a large work Disney's major strength is in its resources, practice in the force and a big number of fixed assets. For example, ticket entertainment business and its low-cost strategy. Moreover, prices should not be able to go above 33$ for entry to the company evidently has expanded a very strong and well Disney’s theme park. Visitors are not prepared to spend more known brand name over 80 years. The company has also money than that. As a result, operating costs should be been able to spread its operations and products to evade strongly observed to match the price that customers are against declining transactions in product lines. In recent willing to pay for the goods and services offered. External opportunities must be Table 7. SWOT Analysis of Walt Disney Company recognised, examined, and Strengths Weaknesses responded to in a very early phase. • Experience in the entertainment business (over • Large work force, The Disney Company is facing 80 years), • Many changes in top-management, numerous external opportunities • Tourist attraction, • High operating costs, like positive government attitudes • Strong reputation and brand name, • Different culture, towards its operations, barriers of • Wide company’s product range- different types • High price for tickets, of attractions and products, • Design duplication, entry, large group of loyal visitors • Disney’s attractions adjusted to changes in • Cultural imperialism, and the entertainment industry visitor’s preferences, • Visitor Spending – European visitors not spend itself. Official and governmental • Familiarity, as much as American visitors, forces are usually recognised as • Financial stability, being negative external features to a • Qualified and educated employees, company. Paradoxically, in Disney's Opportunities Threats case, the French government • Highly diversified product and service, • Over saturated markets, donated significantly in the Euro • Positive government attitudes, • Increasing number of serious and actively Disney plan with over USD 1.2 • Barriers of entry, operating competitors, which address their offer billion, built transport facilities, and • Large group of loyal clients, to the same segment of clients (e.g. Six Flags) • Expansion on foreign markets, • Bigger elasticity of competitors in adapting to gave Disney tax relief's on particular segment of clients thanks to the expenditure of goods sold accounts. smaller volume of sales, Also, since the difficulties of entry • Increasingly competitors offer, which is into the greatly specialised business perceived by clients and retailers as a wider and in which Disney is operating, better available, competition will find it complicated Source: own research to infiltrate the company's highly 26 Patrick De Groote

diversified product and service mix. In addition, huge initial , in 1985 the decision has been made. Two years later, capital investments are needed to come into the business. and Jacques Chirac, signed a contract for the Main threats to the Disney Company are over saturated building of a Disney theme park at Marne-La-Vallée with markets and foreign competition. As the supply of services Robert Fitzpatrick as the president of Euro Disneyland. Next to and products in the entertainment business was starting to the proximity of Paris (one of the world’s tourism capitals) the saturate the markets, competition is more powerful, and the central location with large potential visitors from Germany and most dominant companies survived. Some of its functions, Great Britain (cf. The Chunnel) was another decision reason . such as the Network-television division may not be able to Despite over 7 years of planning and doing research, handle the force from the Cable-giants like Turner Euro Disney quickly developed in one of the most costly Broadcasting Systems (TBS). mistakes in company history. In the first 2 years of operation, Euro Disney lost close to 1.03 billion $. They were close to go bankrupt. Initial failure can be connected with the? 3. Euro Disney Resort in Paris European Recession. Just as Euro Disney opened, Europe was in the middle of an economic slump. Disney felt that The Euro Disney SCA Group's major action is the they could overcome this issue; however, Europeans had operation of the Disney Resort in Paris (figure 5) . It was built in little spending power at that time (1992-4) and the decline in the New Town Marne-La-Vallée (32 km east of Paris) by 1,700 France’s GDP resulted in a decrease of disposable income companies and 10,000 workers from 2 August 1988 until the among the French population. Many other European official opening on 12 April 1992. The features contain the countries were experiencing similar problems. Disney land Paris Theme Park, several theme hotels, Furthermore Disney didn’t expect the huge cultural symposium facilities, the amusement center differences between the Americans and the Europeans. The including 15 cinemas, 3D adventure screens and golf lessons. whole resort was planed along the identical principles as the The Group also controls the real estate growth and expansion of original Disneyland in the USA. When they were opening the the related infrastructure of the assets; they possesses Disneyland in Tokyo, Japanese people were saying that they , Hotel Disneyland, Walt Disney Studios Park don’t want being Japanese, but they came there to see and Ranch Davy Crockett. (www.eurodisney.com ) America and for Disney. They wanted to know America. Disney thought that the Europeans would react in the same way. But they didn’t. There were many differences in which French couldn’t agree. Consequently, Euro Disney was not accepted between the European societies. The problem was also with the marketing policy. Euro Disney was promoted wrongly to the consumers. The resort was advertised in the American-style of “bigness and extravagance”. Instead, Euro Disney should have concentrated on the emotional aspect, marketing that visitors would have a unique, unusual experience they would not forget. ( www.eurodisney.com)

3.2 Financial problems

Many additional domestic and external factors gave the opening failure of Euro Disney. Contact gaps, increasing interest rates, decrease in the real estate market, operational mistakes, and high labor costs all gave the 1 billion $ total loss in 1992 and Figure 5. Location of Euro Disneyland Resort in Marne-la-Vallée 1993. Fortunately for Disney, many of these issues were Source: www.eurodisney.com accurate. By 1995, Euro Disney was able to make a profit of 15.6 million $. Euro Disney SCA. is a Société en Commandite 3.1 Historical background par Actions. Under French regulation, this structure establishes an obvious characteristic between the Gérant who is responsible The plan of a European amusement resort and park for working the Company and the management board, which complex had been developing within Disney since the early administers the management of the Company. 1980s. In 1981, the company began a worldwide bidding Disney Company is Euro Disney's largest shareholder procedure for situating Euro Disney, originally involving (figure 6), with 39,8% of its stock. 10% of shares belong to Germany, Spain, France and others. With continued success of Prince Alwaleed (Nephew of Saudi King Abdullah, world's the three existing parks, the promise of a new European Union wealthiest Muslim businessman, Saudi Arabia) and his was too much to resist. The most important detail was the family. Other shareholders possess 50,2% of its stocks. Since location. The choice was to be made between Spain and France. 1 November 2005, Euro Disney SCA share are only issued Despite worse weather conditions and less generous offer from on the Paris Stock Exchange. (www.eurodisney.com ) Globalisation of commercial theme parks 27

In 2007 and 2008 records of 14.5 and 15.3 million of visitors 39,8 were registered, and so it is the top-visited tourist attraction/destination of Europe. The increase in theme parks 50,2 attendance primarily reflects growth in the French, Spanish and

10 United Kingdom markets (figure 8). Euro Disney’s strong The Walt Disney Company Prince Alwaleed and his family Other shareholders figures were credited to increased guest expenditure and theme Figure 6 . Euro Disney – shareholder’s structure park attendance, partly balanced by upper operating costs . Source:www.eurodisney.com Increased visitor spending was due to higher expenditures for food, beverage and merchandise, higher average ticket prices Euro Disney Paris is one of Europe's top family vacation and higher average daily room rates. In 2007 spending per guest purposes. In 2004 park’s attendance (figure 7) was equal to was equal to €45 and spending per room €197,9 (figure 9). 12, 4 millions of visitors. But in 2005 this number decreased slightly by 12,3 million (1%). During 2006, the company Theme Parks Spending per Guest continued its development strategy planned to attract and (in euros, excl. VAT) keep theme parks’ tourists and hotel guests, and started to see some first profits. Theme Parks attendance for fiscal year 2006 increased to 12,8 million. Euro Disney Paris has 49,000 direct and indirect jobs, including more than 13,000 employed at the Resort itself. 44,8 45 44,3 Theme Parks Attendance (in millions of visits) 42,7

14,5 2004 2005 2006 2007 12,8 12,4 12,3 Hotels Spending per Roo 2004 2005 2006 2007 (in euros, excl. VAT) Figure 7. Theme Parks Attendance Source: own calculation based on eurodisney.com

Breakdown of Attendance by country in 2006 B 10% 197,9 4% Germany 3% 186,6 France 179,1 179,5 9% United Kingdom Benelux 2004 2005 2006 2007 42% Spain Figure 9. Theme Parks Spending per Guest Italy 14% Source: own calculation based on eurodisney.com Others

During 2007, the company celebrated the Resort's 15th 18% anniversary, though continuing with its expansion strategy Breakdown of Attendance by country in 2007 designed to increase both visitor volume and spending at the 10% Resort by attractive products and services to best meet the 3% Germany visitors’ needs and to take benefit of what management 3% France believes are significant opportunities to attract and keep visitors. The hotel occupancy rate improved by 5,8%, 11% United Kingdom compared to fiscal year 2006 to 89,3% in 2007 which was the Benelux result from an incremental 123,000 room nights compared to 44% Spain previous year 2006. This raise was also driven by more Italy 13% guests visiting from Spain, United Kingdom and France. Others 3.3 Future and Conclusion 16% Figure 8. Breakdown of Attendance by country As Disney walks into the new millennium, it is Source: own calculation based on eurodisney.comOnderkant formulier impossible to predict all changes and advances that will 28 Patrick De Groote occur within the Company. While there are many plans for De Groote P. (1999): Panorama op Toerisme, Garant, particular films, theme parks, attractions, television series, Leuven/Apeldoorn, 343 p. and other projects. No one can forecast precisely what the De Groote P. (2006): België en Wereldtentoonstellingen: Quo 21st C has in store for Disney, but one thing is sure: the Vadis?, FOD Economie, Brussel, 44 p. Company is leading to meet the next hundred years by Dunlop Beth (1996): Building a dream. The art of Disney continuing and increasing upon its presence in all current architecture”, Harry N. Abrams Inc., New York, 208 p. areas of effort while reaching into some that have not yet Jafari J. (2000): Encyclopedia of Tourism, Routledge, London/New even been considered. York, 683 p. Certainly, through the past 100 years several generations Knowles T., Diamantis D. & El-Mourhabi J.B (2004(2): The have been touched by Disney’s characteristic brand of Globalization of Tourism & Hospitality, Thomson, London, 321 p. original magic world. Some may believes that the Disney Lanquar R.(1991): Les parcs de Loisirs, PUF, Paris, 127 p. Company has done all there is to do, but Walt’s never-ending Lanquar R.(1992): L’empire Disney, PUF, Paris, 127 p. creative vision lives on within the animators, actors, Littaye A. & Ghez D.(2002): . De l’esquisse à la imaginers, musicians, and other people world wide who are création, Nouveau Millenaire Editions, Paris, 320 p. responsible for concreting the road to Disney’s future. Just by looking at the plans stated for the first few years of this new Metz, T (2002): Pret! Leisure en landschap, NAi Uitgevers, Rotterdam, 288 p. millennium, one can see that the future at Disney is both exciting and filled with a character of fantastic originality. As Smith D. & Clark S. (2002(2): Disney. The first 100 years, Disney Walt marked, “I only hope that we never lose sight of one Editions, New York, 214 p. thing- that it was all started by a mouse”. THEA/ERA (2008): Theme Park Attraction Attendance Report The Walt Disney Resort has come an extensive way from 2007, Burbank, 16 p. (yearly edition) marshland to vacationland. Through some land purchases in Tombs D. & Quinn B. (2005): Columbus tourist attractions & the last twenty years, it now covers 30,500 acres. Its initial events of the world”, UP Group, Lithuania, -p. number of Cast Members has grown from 5,500 to 36,000. Van Willigen R. (1999): Mouse Entertainment. De geschiedenis van Attractions, Resorts, and even added theme parks are in Walt Disney & Company, Uitgeverij Sun/Kritak, Nijmegen/Leuven, expansion for years to come. The Vacation Kingdom of the 195 p. World has considered and informed people young and old from all over the world (Tombs Dominic & Quinn Brian, Websites: 2005, p.255). Nowhere else on the globe can one meet a snow skiing alligator or robot transport pilots fly a magical – http://corporate.disney.go.com/investors/index.html pirate boat above the clouds, or ride a real vapor train through – http://library.thinkquest.org/CR0210243/amusement%20park% the Old West or discover a haunted hotel or stylish 20history/amusementparkhistory.htm greenhouses, where growing systems platform the future of – http://www.disneyworldtrivia.com/trivia/wdwhistory.php our planet's food supply. It promises every tourist that – http://www.eurodisney.com/ anything can really happen when they desire to be a star. And – http://www.iaapa.org/ it is the realized vision of one man who believed that anyone – http://www.islandnet.com/~kpolsson/disnehis/index.htm can achieve what they set their brain to: Walt Disney. – http://www.thefreedictionary.com/water+park – http://www.themeit.com/attendance_report2006.pdf References – http://www.themeparkcity.com/itps/L_APhistory.htm – http://www.ultimaterollercoaster.com/ Books & Guides: – http://www.weitzlux.com/themeamusementparksattorney /history_4650.html Clave A. (2007): The global theme park industry, CABI, – http://www.skyscrapers.cn Oxfordshire, 459 p.